CPOs are focusing on digital procurement and artificial intelligence (AI) as internal and external complexity increases, while risk management and talent development remain top priorities, according to the 12th edition of Deloitte’s Global CPO Survey.
The top professional services firm surveyed over 250 CPOs across 40 countries, revealing how procurement leaders are guiding the C-suite amid increasing market turbulence.
It found “Digital Masters”, who represent the top quartile of procurement organisations, are allocating almost a quarter (24 percent) of their budgets to technology.
This is nearly double the percentage recorded in the 2023 survey, with the figure poised to rise to 26 percent in the next financial year.
The payoff is tangible, with Digital Masters reporting a remarkable 3.2x return on investment from Generative AI (GenAI), whereas “Followers” see only a modest 1.5x gain.
Elsewhere, Digital Masters hit or exceeded targets in cost savings (96 percent vs. 80 percent for Followers), cost avoidance (94 percent vs. 75 percent), stakeholder satisfaction and supplier performance (84 percent vs. 59 percent) and innovation enablement (56 percent vs. 24 percent.)
Deloitte underscores that procurement transformation must remain “human-centred,” relying on digital literacy and well-designed workflows where humans and machines collaborate to deliver value.
When it comes to persistent obstacles, survey respondents highlighted siloed working practices (57 percent), competing priorities diluting focus (46 percent), technology or organisational capability gaps (40 percent) and talent shortages (34 percent) as the top barriers preventing value delivery.
“Without a serious investment in developing talent and breaking away from siloed operating models, procurement is at risk of losing its ability to align with and influence business units and partner functions,” warned Deloitte.
“Despite these concerns, the use of AI for autonomous processing presents a major opportunity for lowering costs and driving ROI that procurement organisations can help deliver.”
Considering today’s volatile global landscape, risk management remains paramount for CPOs across the world, who are deploying three main strategies to shield performance: securing and maintaining alternative supply sources (74 percent), improving supply chain visibility (64 percent) and enhancing supplier information sharing and collaboration (61 percent).
Perhaps most tellingly, procurement’s strategic influence is on the rise, with CPOs increasingly recognised as trusted advisors to the C-suite, steering enterprises through complex supply markets.
Jennifer Brown, Offering Leader, Supply Chain and Network Operations, Deloitte said the role of the CPO continues to evolve.
“Our 2025 survey underscores the critical importance of CPOs serving as transformative agents of change, empowering organisations to harness the full potential of digitally enabled supply markets and driving value through vertically integrated solutions.”
Ryan Flynn, Principle at Deloitte, echoed Brown’s thoughts, stating procurement is at the forefront of managing increasing supply market complexity.
“Successful CPOs know harnessing the power of digital and AI is helping drive resilience, efficiency and growth. Organisations that prioritise both tech modernisation and talent investment are better able to not only survive but thrive amid market fluctuations,” he said.
